PMP Additional Terms Flashcards
An acivity carried out to bring about a predefined, specified result
Process
Every process has a set of (quality planning will create a process improvement plan):
Outputs
Every process will have a set of
Outputs
Outputs are the result of the
activities within a process
Activities are call tools or
techniques
You need information to finish
Input
The PMI publication that defines widely
accepted project management practices.
The CAPM and the PMP exam are based
on this book.
A Guide to the Project Management
Body of Knowledge (PMBOK Guide)
The areas of expertise, industry, or function where a project is centered. Examples of application areas include architecture, IT, health care, and manufacturing.
Application areas
A quantifiable return on investment. The return can be tangible, such as equipment, money, or market share. The return can also be intangible, such as brand recognition, trademarks, and reputation.
Business value
A person who has slightly less project
management experience than a PMP, but
who has qualified for and then passed the
CAPM examination.
Certified Associate in Project
Management (CAPM)
Defines how a project affects people and how those people may affect the project. Cultural and social environments include the economic, educational, ethical, religious, demographic, and ethnic composition of the people affected by the project.
Cultural and social environment
A product, service, or result created by a
project. Projects can have multiple
deliverables.
Deliverable
These include the application of accounting, procurement, sales and marketing, contracting, manufacturing, logistics, strategic planning, human resource management, standards and regulations, and information technology.
General management skills
The consideration of the local and international laws, languages, communication challenges, time zone differences, and other non-collocated issues that affect a project’s ability to progress.
International and political environment
The ability to interact, lead, motivate, and
manage people.
Interpersonal skills
A triangle with the characteristics of time,
cost, and scope. Time, cost, and scope
each constitute one side of the triangle; if
any side of the Iron Triangle is not in
balance with the other sides, the project
will suffer. The Iron Triangle of Project
Management is also known as the Triple
Constraints of Project Management, as all
projects are constrained by time, cost, and
scope.
Iron Triangle of Project Management
The physical structure and surroundings
that affect a project’s work.
Physical environment
A collection of related processes in project
management. There are five process
groups and 49 project management
processes. The five process groups are
Initiating, Planning, Executing, Monitoring
and Controlling, and Closing.
Process groups
A collection of related projects working in
unison toward a common deliverable.
Program
The process of gathering project details.
This process uses deductive reasoning,
logic, and a series of informationgathering
techniques to identify details
about a project, product, or solution.
Progressive elaboration
A temporary endeavor to create a unique
product, service, or result. The end result
of a project is also called a deliverable.
Project
A documented created and maintained by
the project sponsor and the project
manager. The project benefits
management plan defines what benefits
the project will create, when the benefits
will be realized, and how the benefits will
be measured.
Project benefits management plan
Created and maintained by the project
sponsor and shows the financial validity of
why a project is chartered and launched
within the organization. Typically, the
project business case is created before
the launch of the project and may be used
as a go/no-go decision point.
Project business case
The location and culture of the environment where the project work will reside. The project environment includes the social, economic, and environmental variables the project must work with or around.
Project environment
An organization of project management
professionals from around the world,
supporting and promoting the careers,
values, and concerns of project managers.
Project Management Institute (PMI)
The phases that make up the project.
Project life cycles are unique to the type of
work being performed and are not
universal to all projects.
Project life cycle
A central office that oversees all projects within an organization or within a functional department. A PMO supports the project manager through software, training, templates, policies, communication, dispute resolution, and other services.
Project management office (PMO)
A person who has proven project
management experience and has qualified
for and then passed the PMP
examination.
Project Management Professional (PMP)
The management and selection of projects that support an organization’s vision and mission. It is the balance of project priority, risk, reward, and return on investment. This is a senior management process.
Project portfolio management
A smaller project managed within a larger,
parent project. Subprojects are often
contracted work whose deliverable allows
the larger project to progress.
Subprojects
Also known as the Iron Triangle. This
theory posits that time, cost, and scope
are three constraints that every project
has.
Triple Constraints of Project
Management
Raw data, observations, and measurements about project components. Work performance data is gathered and stored in the project management information system.
Work performance data
Work performance information is the
processed and analyzed data that will help
the project manager make project
decisions.
Work performance information
Work performance reports is the formatted communication of work performance information. Work performance reports communicate what’s happening in the project through status reports, memos, dashboards, or other modalities.
Work performance reports
An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.
Balanced matrix structure
Cultural norms describe the culture and the styles of an organization. Cultural norms, such as work ethics, hours, view of authority, and shared values, can affect how the project is managed.
Cultural norms
Conditions that affect how the project
manager may manage the project.
Enterprise environmental factors come
from within the project, such as policy, or
they be external to the organization, such
as law or regulation.
Enterprise environmental factors
An organization that is divided into functions, and each employee has one clear functional manager. Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator.
Functional structure
Governance framework describes the rules, policies, and procedures that people within an organization abide by. Governance framework addresses the organization, but also address portfolios, programs, and projects. Regarding portfolios, programs, and projects the governance framework addresses alignment with organizational vision, risk management, performance factors, and communication.
Governance framework
An organization that creates a blend of
the functional, matrix, and projectoriented
structures.
Hybrid structure
Describe organizations that have duplication of efforts within the organization, but not within each department or division of the organization. Project manager has little authority in this structure and the functional manager controls the project budget.
Multidivisional structure
Describes a loosely organized business
or organization. There likely aren’t big
formal departments and people work
alongside one another regardless of roles
and titles. The project manager likely has
little control over the project resources
and may not be called a project manager.
Organic or simple
Organizational process assets include organizational processes, policies, procedures, and items from a corporate knowledge base. Organizational process assets are grouped into two categories to consider: processes, policies and procedures, and organizational knowledge bases.
Organizational process assets
Organizational knowledge repositories are the databases, files, and historical information that you can use to help better plan and manage your projects. This is an organizational process asset that is created internally to your organization through the ongoing work of operations and other projects.
Organizational Knowledge Repositories
A system can create things by working
with multiple components that the
individual components could not create if
they worked alone. The structure of the
organization and the governance
framework creates constraints that affect
how the project manager makes
decisions within the project. The
organizational system directly affects how
the project manager utilizes their power,
influence, leadership, and even political
capital, to get things done in the
environment.
Organizational System
A business unit that centralizes the
operations and procedures of all projects
within the organization. The PMO can be
supportive, controlling, or directive.
Project management office (PMO)
An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power.
Project-oriented structure
An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.
Strong matrix structure
Uses a network structure to communicate and interact with other groups and departments. A point of contact exists for each department and these department point of contact receive and send all messages for the department.
Virtual organization
An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.
Weak matrix structure
The message receiver restates what’s
been said to fully understand and confirm
the message and it provides an
opportunity for the sender to clarify the
message if needed.
active listening
Active problem solving begins with problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms—which then affords opportunities for solutions.
active problem solving
The project manager refuses to act, get
involved, or make decisions.
avoiding power
The leader is motivating, has highenergy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of a charismatic leader.
charismatic leadership
The project manager has deep skills and
experience in a discipline (for example,
years of working in IT helps an IT project
manager better manage IT projects).
expert power
The project manager aims to gain favor
with the project team and stakeholders
through flattery.
ingratiating power
The individual has power and control of
the data gathering and distribution of
information.
informational power
The leader is a hybrid of transactional, transformational, and charismatic leaders. The interactional leader wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results
interactional leadership
The project manager can make the team
and stakeholders feel guilty to gain
compliance in the project.
guilt-based power
Leadership is about aligning, motivating,
and inspiring the project team members
to do the right thing, build trust, think
creatively, and to challenge the status
quo.
leadership
The leader takes a “hands-off” approach
to the project. This means the project
team makes decisions, takes initiative in
the actions, and creates goals. While this
approach can provide autonomy, it can
make the leader appear absent when it
comes to project decisions.
laissez-faire leadership
Management utilizes positional power to
maintain, administrate, control, and focus
on getting things done without
challenging the status quo of the project
and organization.
management
Based on the audience and the message
being sent, the media should be in
alignment with the message.
media selection
Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.
meeting management
The project manager has a warm
personality that others like.
personal or charismatic power
In formal presentations, the presenter’s
oral and body language, visual aids, and
handouts all influence the message being
delivered.
presentation
The project manager can restrict choices
to get the project team to perform and do
the project work.
pressure-based power
Defines three areas of PDUs for PMI certified professionals to maintain their certification. The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.
PMI Talent Triangle
The project manager’s power is because
of the position she has as the project
manager. This is also known as formal,
authoritative, and legitimate power.
positional power
PDUs are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 PDUs per three-year certification cycle. Of the 60 PDUs, a minimum of 35 hours must come from educational opportunities.
Professional Development Units (PDUs)
The role of leading the project team and
managing the project resources to
effectively achieve the objectives of the
project.
project manager
The project manager can punish the
project team.
punitive or coercive power
The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.
referent power
The project manager can reward the
project team.
reward power
Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.
sender-receiver models
The leader puts others first and focuses on the needs of the people he serves. Servant leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of servant leadership is service to others.
servant leadership
The project manager has power because
of certain situations in the organization.
situational power
The tone, structure, and formality of the
message being sent should be in
alignment with the audience and the
content of the message.
style
The leader emphasizes the goals of the
project and rewards and disincentives for
the project team. This is sometimes
called management by exception as it’s
the exception that is reward or punished.
transactional leadership
The leader inspires and motivates the
project team to achieve the project goals.
Transformational leaders aim to empower
the project team to act, be innovative in
the project work, and accomplish through
ambition.
transformational leadership
An assumption is something that is believed to be true or false, but it has not yet been proven to be true or false. Assumptions that prove wrong can become risks for the project. All identified project assumptions are recorded in the assumption log for testing and analysis, and the outcomes are recorded.
Assumption log
This is an example of a benefits
comparison model. It examines the
benefit-to-cost ratio.
Benefit/cost ratio (BCR) models
A committee that evaluates the
worthiness of a proposed change and
either approves or rejects the proposed
change.
Change control board (CCB)
The change control system communicates the process for controlling changes to the project deliverables. This system works with the configuration management system and seeks to control and document proposals to change the project’s product.
Change control system (CCS)
All changes that enter into a project are
recorded in the change log. The
characteristics of the change, such as the
time, cost, risk, and scope details, are
also recorded.
Change log
This plan details the project procedures
for entertaining change requests: how
change requests are managed,
documented, approved, or declined.
Change management plan
This final process group of the project management life cycle is responsible for closing the project phase or project. This is where project documentation is archived and project contracts are also closed.
Closure processes
This plan defines who will get what
information, how they will receive it, and
in what modality the communication will
take place.
Communications management plan
This includes the labeling of the
components, how changes are made to
the product, and the accountability of the
changes.
Configuration identification
This plan is an input to the control scope
process. It defines how changes to the
features and functions of the project
deliverable, the product scope, may enter
the project.
Configuration management plan
This system defines how stakeholders are allowed to submit change requests, the conditions for approving a change request, and how approved change requests are validated in the project scope. Configuration management also documents the characteristics and functions of the project’s products and any changes to a product’s characteristics.
Configuration management system
The organization of the product materials,
details, and prior product documentation.
Configuration status accounting
The scope verification and completeness
auditing of project or phase deliverables
to ensure that they are in alignment with
the project plan.
Configuration verification and auditing
The formal verification of the contract
completeness by the vendor and the
performing organization.
Contract closure
This is the aggregated costs of all of the work packages within the work breakdown structure (WBS).
Cost baseline
This plan details how the project costs
will be planned for, estimated, budgeted,
and then monitored and controlled.
Cost management plan
Knowledge that can be quickly and easily
expressed through conversations,
documentation, figures, or numbers, is
easily communicated.
Explicit knowledge
A benefit comparison model to determine
a future value of money. The formula to
calculate future value is FV = PV(1 + I)n,
where PV is present value, I is the given
interest rate, and n is the number of
periods.
Future value
A process to consider and control the
impact of a proposed change on the
project’s knowledge areas.
Integrated change control
Issues are points of contention where some question of the project’s direction needs to be resolved. All identified issues are documented in the issue log, along with an issue owner and a deadline to resolve the issue. The outcome of the issue is also recorded.
Issue log
A project selection method to determine the likelihood of success. These models include linear programming, nonlinear programming, dynamic programming, integer programming, and multiobjective programming.
Mathematical model
Milestones are significant points or events in the project’s progress that represent accomplishment in the project. Projects usually create milestones as the result of completing phases within the project.
Milestone
This list details the project milestones and
their attributes. It is used for several
areas of project planning, but also helps
determine how quickly the project may be
achieving its objectives.
Milestone list
These are committees that ask every conceivable negative question about the proposed project. Their goals are to expose the project’s strengths and weaknesses, and to kill the project if it’s deemed unworthy for the organization to commit to. Also known as project steering committees or project selection committees.
Murder boards
Evaluates the monies returned on a
project for each period the project lasts.
Net present value
An estimate to predict how long it will
take a project to pay back an organization
for the project’s investment of capital.
Payback period
A benefit comparison model to determine the present value of a future amount of money. The formula to calculate present value is PV = FV ÷ (1 + I)n, where FV is future value, I is the given interest rate, and n is the number of periods.
Present value
The procurement management plan
controls how the project will acquire
goods and services.
Procurement management plan
This document authorizes the project. It defines the initial requirements of the project stakeholders. The project charter is endorsed by an entity outside of the project boundaries.
Project charter
The documented approach of how a project will be planned, executed, monitored and controlled, and then closed. This document is a collection of subsidiary management plans and related documents.
Project management plan
Defines how the project scope will be
planned, managed, and controlled.
Project scope management plan
Documents the quality objectives for the
project, including the metrics for
stakeholder acceptance of the project
deliverable.
Quality baseline
This plan defines what quality means for the project, how the project will achieve quality, and how the project will map to organizational procedures pertaining to quality.
Quality management plan
A mathematical model to examine the
relationship among project variables, like
cost, time, labor, and other project
metrics.
Regression analysis
Risk is an uncertain event or condition
that may affect the project outcome. The
risk management plan defines how the
project will manage risk.
Risk management plan
The risk register is a centralized database
consisting of the outcome of all the other
risk management processes, such as the
outcome of risk identification, qualitative
analysis, and quantitative analysis.
Risk register
This subsidiary plan defines the risk
responses that are to be used in the
project for both positive and negative
risks.
Risk response plan
This is the planned start and finish of the
project. The comparison of what was
planned and what was experienced is the
schedule variance.
Schedule baseline
Defines how the project schedule will be
created and managed.
Schedule management plan
The scope baseline is a combination of three project documents: the project scope statement, the work breakdown structure, and the WBS dictionary. The creation of the project deliverable will be measured against the scope baseline to show any variances from what was expected and what the project team has created.
Scope baseline
These models use a common set of values for all of the projects up for selection. For example, values can be profitability, complexity, customer demand, and so on.
Scoring models
Knowledge that’s more difficult to express
because it’s personal beliefs, values,
knowledge gain from experience, and
“know-how” when doing a task.
tacit knowledge
A planning heuristic for creating the WBS. This rule states that the work package in a WBS must take no more than 80 hours of labor to create and no fewer than 8 hours of labor to create.
8/80 Rule
The observer interacts with the worker to
ask questions and understand each step
of the work being completed. In some
instances, the observer could serve as an
assistant in doing the work.
Active observation
When stakeholders create a large
number of ideas, you can use an affinity
diagram to cluster similar ideas together
for further analysis.
Affinity diagrams
A scope definition process of finding alternative solutions for the project customer while considering the customer’s satisfaction, the cost of the solution, and how the customer may use the product in operations.
Alternatives generation
A decision method where only one
individual makes the decision for the
group.
Autocratic
This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during the brainstorming session.
Brainstorming
Documented in the scope management
plan, this system defines how changes to
the project scope are managed and
controlled.
Change control system (CCS)
A numbering system for each item in the WBS. The PMBOK is a good example of a code of accounts, as each chapter and its subheadings follow a logical numbering scheme. For example, PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK.
Code of accounts
This subsidiary plan defines how
changes to the features and functions of
the project deliverables will be monitored
and controlled within the project.
Configuration management plan
These diagrams show the relationship between elements of an environment. For example, a context diagram would illustrate the networks, servers, workstations, and people that interact with the elements of the environment.
Context diagram
A moderator-led requirements collection
method to elicit requirements from
stakeholders.
Focus group
This is the study of the functions within a
system, project, or, what’s more likely in
the project scope statement, the product
the project will be creating. Functional
analysis studies the goals of the product,
how the product will be used, and the
expectations the customer has of the
product once it leaves the project and
moves into operations. Functional
analysis may also consider the cost of
the product in operations, which is known
as life-cycle costing.
Functional analysis
Most projects have a determined budget in relation to the project scope. There may be a qualifier on this budget, such as plus or minus 10 percent based on the type of cost estimate created.
Funding limit
A requirements collection method used to
elicit requirements from stakeholders in a
one-on-one conversation
Interviews
A group decision method where more
than 50 percent of the group must be in
agreement.
Majority
This approach maps ideas to show the relationship among requirements and the differences between requirements. The map can be reviewed to identify new solutions or to rank the identified requirements.
Mind mapping
As with brainstorming, participants are
encouraged to generate as many ideas
as possible, but the suggested ideas are
ranked by a voting process.
Nominal group technique
The observer records information about
the work being completed without
interrupting the process; sometimes
called the invisible observer.
Passive observation
A group-decision method where the
largest part of the group makes the
decision when it’s less than 50 percent of
the total. (Consider three or four factions
within the stakeholders.)
Plurality
This project scope statement component works with the project requirements, but focuses specifically on the product and what the conditions and processes are for formal acceptance of the product.
Product acceptance criteria
A scope definition technique that breaks
down a product into a hierarchical
structure, much like a WBS breaks down
a project scope.
Product breakdown
This is a narrative description of what the
project is creating as a deliverable for the
project customer.
Product scope description
Defines the product or service that will
come about as a result of completing the
project. It defines the features and
functions that characterize the product.
Product scope
A project assumption is a factor in the
planning process that is held to be true
but not proven to be true.
Project assumptions
A project boundary clearly states what is included with the project and what’s excluded from the project. This helps to eliminate assumptions between the project management team and the project customer.
Project boundaries
A constraint is anything that limits the project manager’s options. Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project— these are all examples of project constraints.
Project constraints
These are the measurable goals that determine a project’s acceptability to the project customer and the overall success of the project. Objectives often include the cost, schedule, technical requirements, and quality demands.
Project objectives
These are the demands set by the customer, regulations, or the performing organization that must exist for the project deliverables to be acceptable. Requirements are often prioritized in a number of ways, from “must have” to “should have” to “would like to have.”
Project requirements
This defines all of the work, and only the
required work, to complete the project
objectives.
Project scope
This project management subsidiary plan controls how the scope will be defined, how the project scope statement will be created, how the WBS will be created, how scope validation will proceed, and how the project scope will be controlled throughout the project.
Project scope management plan
This documentation of what the
stakeholders expected in the project
defines all of the requirements that must
be present for the work to be accepted by
the stakeholders.
Requirements documentation
This subsidiary plan defines how changes to the project requirements will be permitted, how requirements will be tracked, and how changes to the requirements will be approved
Requirements management plan
This is a table that maps the
requirements throughout the project all
the way to their completion.
Requirements traceability matrix (RTM)
The project customer may have specific
dates when phases of the project should
be completed. These milestones are
often treated as project constraints.
Schedule milestones
Undocumented, unapproved changes to
the project scope.
Scope creep
The formal inspection of the project
deliverables, which leads to project
acceptance.
Scope validation
A scope definition process where the
project management team interviews the
stakeholders and categorizes, prioritizes,
and documents what the project
customer wants and needs. The analysis
is to determine, quantify, and prioritize
the interests of the stakeholders.
Stakeholder analysis demands
quantification of stakeholder objectives;
goals such as “good,” “satisfaction,” and
“speedy” aren’t quantifiable.
Stakeholder analysis
A scope definition approach that studies
and analyzes a system, its components,
and the relationship of the components
within the system.
Systems analysis
This project scope statement creation process studies how a system should work, designs and creates a system model, and then enacts the working system based on the project’s goals and the customer’s expectations. Systems engineering aims to balance the time and cost of the project in relation to the scope of the project.
Systems engineering
A group decision method where everyone
must be in agreement.
Unanimity
As with value engineering, this approach
examines the functions of the project’s
product in relation to the cost of the
features and functions. This is where, to
some extent, the grade of the product is
in relationship to the cost of the product.
Value analysis
This approach to project scope statement creation attempts to find the correct level of quality in relation to a reasonable budget for the project deliverable while still achieving an acceptable level of performance of the product.
Value engineering
A WBS companion document that
defines all of the characteristics of each
element within the WBS.
WBS dictionary
A prepopulated WBS for repetitive
projects. Previous projects’ WBSs are
often used as templates for current
similar projects.
WBS template
A deliverables-oriented breakdown of the
project scope.
Work breakdown structure (WBS)
The smallest item in the WBS.
Work package
Status of the deliverables: the work that’s
been started, finished, or has yet to
begin.
Work performance information
The primary output of breaking down the
WBS work packages.
Activity list
The identification of more than one
solution. Consider roles, materials, tools,
and approaches to the project work.
Alternative analysis
A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. Analogous estimating is more reliable, however, than team member recollections. Analogous estimating is also known as top-down estimating and is a form of expert judgment.
Analogous estimating
The most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at “the bottom” of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.
Bottom-up estimating
A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within that control account. The specifics of a control account are documented in a control account plan.
Control account
A predetermined range of acceptable variances, such as +/–10 percent off schedule. Should the variance exceed the threshold, then project control processes and corrected actions will be enacted.
Control threshold
A schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. When crashing a project, costs are added because the associated labor and sometimes resources (such as faster equipment) cause costs to increase.
Crashing
The path in the project network diagram
that cannot be delayed, otherwise the
project completion date will be late. There
can be more than one critical path.
Activities in the critical path have no float.
Critical path
These dependencies are the preferred order of activities. Project managers should use these relationships at their discretion and should document the logic behind the decision. Discretionary dependencies allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events. Also known as preferential or soft logic.
Discretionary dependencies
The earliest a project activity can finish.
Used in the forward pass procedure to
discover the critical path and the project
float.
Early finish
The earliest a project activity can begin.
Used in the forward pass procedure to
discover the critical path and the project
float.
Early start
As the name implies, these are dependencies outside of the project’s control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.
External dependencies
A schedule compression method that changes the relationship of activities. With fast tracking, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. Fast tracking can be accomplished by changing the relation of activities from FS to SS or even FF or by adding lead time to downstream activities. However, fast tracking does add risk to the project
Fast tracking
An activity relationship type that requires
the current activity to be finished before
its successor can finish.
Finish-to-finish
An activity relationship type that requires
the current activity to be finished before
its successor can start.
Finish-to-start
A representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. Also called a subnet.
Fragnet
This is the total time a single activity can
be delayed without affecting the early
start of its immediately following
successor activities.
Free float
Logic that describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin. Also known as a mandatory dependency.
Hard logic
Internal relationships to the project or the
organization. For example, the project
team must create the software as part of
the project’s deliverable before the
software can be tested for quality control.
Internal dependencies
